Throughout the last five chapters, we’ve explored how to manage ideas from conception to overseeing implementation. One recurring theme in these articles has been that by sharing our idea, we open the door for others to offer their feedback.
I’d like to end this series of articles with some advice on how to handle these contributions and criticism.
This article continues the series How to Implement Ideas Without Killing Anyone:
- How to Prepare to Present an Idea?
- How to Succeed by Failing Cheaply?
- How to Speak Your Boss’s Language
- Executing Ideas: Setting Objectives and Tracking Progress
- How to Offer and Receive Feedback (and Come Out Looking Good)
Giving and Receiving Feedback
At the beginning of this series, I mentioned the four important points that make a good idea:
- Connection to a bigger context.
- Communication.
- Adaptability.
- Execution.
When I explained them, and throughout all the articles, I emphasized two key things:
- You need to know how to communicate on multiple levels.
- Ideas grow with team work, when others feel they are part of them.
It’s to be expected that when we share an idea, we will receive feedback and critiques. After all, when others feel involved, they will want to add their input and ensure the project’s success.
We have to see this as something positive, a success.
However, if managed poorly, this collaboration can turn into a nightmare.
If we accept all comments, we’ll end up creating a monster designed by committee.
If we accept no comments, we stifle collaboration and risk crashing into an iceberg.
And when contributing to others’ ideas, if we don’t have the proper context or communicate poorly, we can generate noise.
Let’s look at some tips to improve communication and collaboration when offering our input on an idea.
Receiving Input
You’re minding your own business, buried in your work, solving a thousand problems, when someone comes over and says, “I was thinking that…”.
Relax, I can already see that vein popping on your forehead.
Remember, that person is interested in the project and wants to make things better. Don’t be like your boss, smile. 🙃
If you don’t have time to address them right then, schedule a meeting.
Speak clearly and honestly, but don’t forget to be assertive. Don’t be afraid to say:
The idea sounds interesting, but I don’t have the bandwidth to handle it right now. Can we talk about it in three months? (And make sure to follow up with them in three months.)
When you listen, practice active listening. Make sure the other person feels like you understand what they’re saying. If not, they might never come to you again.
Remember, you don’t want people to stop talking to you. You want them to come back to you with good ideas. Educate them—send them these articles to help them structure their idea better. 🤡
Jokes aside, try to be a guide.
If you notice a weak point, point it out.
- You: I think it’s an ambitious plan, but it could fail at this point. I’d focus more on that aspect.
If you notice there’s a lack of context, provide it. Or at least, tell them where they can get that context.
- You: It’s interesting, but only 10% of our users use that feature. If we want to make an impact, I’d focus on the homepage, which has been neglected for a while.
Ask for data:
- Them: But if we improve it, more people will use it.
- You: How many more people?
And be persistent:
- Them: I don’t know, a lot more people.
- You: How many more people?
- Them: I don’t know, a lot.
- You: How much is a lot?
- Them: Well, I can’t really say. Twice as many?
- You: Interview some customers, find out how many don’t use that feature because it’s inconvenient, and come back with the data.
- Them: Sounds like a good plan. Thanks so much!
In any case, don’t ridicule the other person. This isn’t a battle to win or lose. Either we all win, or we all lose.
Avoid phrases like: “Don’t you see that?”, “This is basic”, “No one cares about this.”
No one is born knowing everything. There are two types of people: Those who boast about their knowledge, and those who teach. Guess which ones are more respected and appreciated.
Lastly, give explanations:
- I don’t like this because the color isn’t aligned with our branding.
- Delete this paragraph because you’re repeating the same thing again.
Take the time to guide and teach. Others will feel more fulfilled working with you, and you’ll get better contributions in the future.
When Feedback Comes from Above
Supervisors are often in a hurry and don’t always communicate clearly. Here are a few tips to get the most out of your conversations with them.
Don’t settle for generic feedback, ask for explanations: “What exactly is wrong here?”. Sometimes this might be seen as confrontational, like you’re pushing back. In those situations, don’t hesitate to clarify your intentions: “I just want to learn and do better in the future.” You’ll see how quickly the tone of the conversation changes.
Ask questions, and ask again. Don’t be afraid to say: “I don’t understand that.” Sometimes we’re not aware of how much we take for granted, and what we say doesn’t make sense to others.
Generally, bosses prefer employees who ask when they have doubts, rather than those who waste time because they didn’t fully understand the instructions.
Another benefit of asking questions and extending the conversation is that you often gain more context. I’ve had many eureka moments just by playing dumb and getting them to explain more.
- Oh, this is aimed at the executives.
- I see, it’s not that everything is wrong, you just don’t like this paragraph.
I’ve even been in situations where the person giving feedback knew something was off but couldn’t quite figure out what.
- Them: This article is too long. It’s all wrong.
- Me: But all of that needs to be said. Why did it feel long to you?
- Them: I don’t know, I zoned out during the second section. It’s all wrong.
- Me: Okay, that part’s badly written, and the introduction doesn’t manage expectations well.
- Them: It’s too long. It’s all wrong.
- Me: Don’t worry, I won’t fix it exactly the way you want, but we’ll fix it.
Managing Broken Telephones
Finally, stay alert if you’re getting a lot of feedback that doesn’t make sense. It’s a red flag indicating that the goals aren’t clear. 🚩
For example, in a conversation like this:
- Them: This text doesn’t make sense. It’s all wrong.
- Me: What do you mean?
- Them: I don’t know, there’s too much technical jargon. It’s all wrong.
- Me: 🧘🏻♂️.
It’s better to take a step back and realign on the basics:
- Me: Let’s see if we’re on the same page. We started writing this as a technical documentation page for a technical audience. Is that the same information you have?
- Them: No, not at all. I was told this was for a product page.
Conversation over.
Now begins the search for where the message got lost.
Ask questions, make sure the goals and direction are clear.
If you feel like the vision isn’t clear, don’t hesitate to request a meeting with your boss’s bosses. A lot of context usually gets lost in the chain of command.
Offering Feedback
And what about when you’re the one offering your feedback and constructive criticism? Apply the same best practices to yourself.
In particular:
- If the person is busy, find another time or schedule a meeting.
- Provide explanations and context.
- If you feel like you’re not aligned, take a step back and review the basics.
Conclusion
Receiving feedback is a sign that others feel invested in your project. Be a guide for others, and you’ll become someone everyone respects.
Learn to ask for clarifications and context where needed. It’s very frustrating when you’re not aligned on the basics, and the feedback you receive doesn’t make sense.
When it’s your turn to give feedback and critiques, provide context. Don’t give the impression that your thoughts are arbitrary.
If you want to know more, check out other articles in the series How to Implement Ideas Without Murdering Anyone:
- How to Prepare to Present an Idea?
- How to Succeed by Failing Cheaply?
- How to Speak Your Boss’s Language
- Executing Ideas: Setting Objectives and Tracking Progress
- How to Offer and Receive Feedback (and Come Out Looking Good)